< PreviousAugust-September 2020 · AVIATION BUSINESS 40 www.aviationbusinessme.com STRATA MANUFACTURING strumental role in the development and deployment of the ATL machines on the Airbus A350 IBF.” Abdulla cedes however that there are indeed challenges associated with im- plementing automation. The biggest of which lies in formulating and imple- menting a strategy that will optimise manufacturing capabilities, as well as cost and operational effi ciencies with potential returns on investment (ROI). While a host of automation technologies are available, in-depth, scientifi c and business case studies must be conduct- ed thoroughly to justify automation’s long-term benefi ts. As in any business organisation, capital expenditure on automation – both in terms of adopting and deploying machines and conducting training – must be clearly rationalised and validated by prospects of sustainable business growth, Abdulla notes. In addition to fi nding the ideal strat- egy, automation arguably makes a com- pany more vulnerable to cyber-attacks. Abdulla is aware that in the advent of the Internet of Things (IoT) and blockchain technology, corresponding risks and exposure to cyber threats exists. “Strata recognises this and has taken all necessary precautions to safeguard and secure all of our digitalised assets and automated manufacturing processes from any potential threats of cyber-at- tacks,” he says. “Appropriate protocols are in place to mitigate any exposure to unsecure systems, with further inten- tions of consistently implementing the global aerospace sector.” Strata has invested signifi cantly in automation. But the fi nancial decision makes business sense, according to Abdulla, who is aware of the customer de- mand for automation. Abdulla explains that automation provides Strata with an opportunity to increase productivity, with enhanced speed, precision and accuracy throughout its manufacturing process, which will ultimately benefi t our partners and customers. “For example, Strata’s two ATL ma- chines lay unidirectional prepreg ma- terials onto a fl at bed, which is then transferred to a mould tool for further processing. Both machines drastically reduce processing times in comparison to a standard hand layup process. On the other hand, the HDF machine pre-forms carbon fi bre components for aircraft parts and enables faster production of high-quality composite parts. Its infrared radiation heating system quickly and evenly softens carbon fi bre, delivering ac- curate parts free from stress-wrinkling.” Of course, some industry observers have their concerns over automation. Not least is its impact on the workforce. With more machines to do the work of employees, automated processes threaten to reduce the number of people and skills required in aerospace manufacturing. However, Abdulla believes that auto- mated manufacturing processes actually complements Strata’s eff orts towards developing and harnessing the full po- tential of its workforce. He says that Strata works closely with partners in underscoring the importance of R&D and the sharing of cutting-edge technology, knowledge and expertise. Abdulla pro- vides the example of Strata’s partnership with Boeing, which provides training opportunities for Strata’s engineers at their US facilities. “In our adoption and deployment of ATL machines, fi ve Strata employees, including two female Emiratis, travelled to Spain for a fi ve-day training course. The training course included theoretical classes and hands-on exercises covering a complete overview of the system such as machine operation and maintenance. In addition, two Emiratis played an in-41 August-September 2020 · AVIATION BUSINESS www.aviationbusinessme.com STRATA MANUFACTURING same across any new technology adop- tions in future.” In UAE’s aim to become an aviation hub, Strata is at the heart of the coun- try’s aerospace manufacturing eff orts. It is hardly surprising therefore that automated manufacturing is a key part of the company’s future development and ambitions. Abdulla comments: “Within the UAE’s aspiration of creating an aviation hub, Strata fi lls a vital manufacturing sec- tor component that meets a growing composite aero-structures components requirement of a global aerospace and aviation industry. Beyond building state- of-the-art airports, aviation facilities, or having the most reliable international carriers, the UAE is fi rmly establishing an aviation hub that addresses the aviation industry’s supply chain needs.” It goes without saying however, that the Covid-19 pandemic is likely to cause a drop in aircraft demand for the next few years. Already we have seen Airbus and Boeing strip back output by as much as 40% which will have a knock-on impact on their suppliers. Strata is in the fortu- nate position of being backed by a major investor. Nevertheless, the company is monitoring market developments and has put in place business continuity plans to safeguard its future. Explaining the company’s eff orts to diversify, Abdulla comments: “We have recently announced completion of the Strata Solvay Advanced Materials (SSAM) facility and are moving signifi cantly closer into establishing our status as the Middle East and North Africa (MENA)’s fi rst supplier carbon fi bre prepreg prod- ucts and only the fourth globally. In a joint venture with Solvay, Belgium’s materials and chemicals company, the SSAM facility will produce aerospace- grade pre-impregnated carbon fi bre ma- terials designed for primary structure applications in Boeing’s 777X programme. “As the 8,500 square meter SSAM facil- ity is currently being equipped with the latest technology and machinery prior to the testing and qualifying of processes, it heralds the beginning of Strata’s di- versifi cation journey and Abu Dhabi’s drive towards a sustainable homegrown manufacturing sector.” Strata’s also began producing personal protective equipment products during the pandemic, demonstrating its ability to quickly adapt to diff erent markets. Abdulla notes: “To address a sudden spike in the domestic demand for PPE products such as the N95 masks, Strata collabo- rated with Honeywell to locally produce these masks. The Strata-Honeywell N95 face masks utilise technology and ma- chinery provided by Honeywell, while Strata has provided a dedicated space in its existing manufacturing facility in Al Ain, including the deployment of employees on the production line of the fi rst of its kind manufacturing facility of N95 masks in the GCC. Production capacity is targeting over 30 million N95 masks per year.” It could be argued that automation can in fact help to make a company more adapt- able and accelerate its ability to adjust to new trends and even enter new markets. Automated manufacturing can diversify a company’s product portfolio and help it to weather future market challenges. But automation is just one area of next- generation manufacturing technologies that Strata is exploring and analysing. “Through a dedicated R&D team, we undertake vigorous research to evaluate the contribution and benefi t to further- ing our manufacturing capabilities,” says Abdulla. “With an aim to diversify our business portfolio and compete across the wider aerospace value chain, we are also actively participating in en- couraging STEM education across the UAE. Through our collaboration with Khalifa University, we have established a dedicated Aerospace Research and Innovation Centre (ARIC) that focuses on next-generation 4IR innovations such as 3D printing and automation.” But it may be a while before Strata rolls out automation across all of its processes. After all, aerospace manu- facturing requires a spark of human innovation before automation can be applied. Strata’s composite aero-structure component manufacturing process are complex and involve several stages of production tailored to specifi c parts or components, Abdulla explains. “The entire process of manufacturing aircraft parts is guided by numerous rules that must be strictly complied with. As the safety assurance of passengers are of the utmost priority, Strata works closely with partners throughout the automation process to ensure that all processes, qualifi cations and quality standards are strictly adhered to.” He concludes: “Automation is primar- ily implemented on large and complex aircraft parts. While one of automation’s key features is to avoid human error, the human element is still integral in manu- facturing aircraft parts. A combination of automation and the human element all comes together to ensure that every part is manufactured according to the highest quality standards.” 42 www.aviationbusinessme.com DEPARTURE LOUNGE August-September 2020 · AVIATION BUSINESS The notion of restoring air trav- eller confi dence throughout the pandemic invariably leads to a complex process for all airlines, but perhaps none more so than that of FSNCs with a high reliance on international connectivity. These carri- ers must deal with an intricate combi- nation of about 40 uncontrollable vari- ables, of which will all extend beyond their control. To combat this, a wider collaboration and coordination between airlines, airports and linked stakehold- ers must be considered as essential since this complex mix of factors af- fects the entire customer journey, thereby involving an array of different players throughout the value-chain of aviation. Perhaps most crucially, air traveller confi dence must be prioritised through a coordinated government and airline industr y approach, of which is intent on transparently upholding safety standards and removing inconsisten- cies of which can be easily recognised around the world at this point in time. Making the right decisions during the recovery will ultimately defi ne the indus- try’s path to recuperation. After 9/11, it took many years to recover, of which has been partly attributed to governments, both local and foreign, not following a coordinated approach. Instead, separate entities implemented their own safety standards and resultantly, this led to levels of uncertainty and fear among pas- sengers, of whom were unsure on whose system to trust. Resultantly, it is clear that multilateralism will play a vital role in the post COVID-19 recovery and that the standardisation of global processes is one of the keys to a quick rebuilding of air traveller confi dence. Unfortunately, there is still very limited coordination between countries, since many still fol- low their own procedures and run their own crisis management systems. If, for example, countries continue to imple- ment 14-day quarantines, it would add further delays to the recovery of both corporate and leisure travel. Corporate travel would be increasingly and perhaps more permanently replaced by videocon- ferencing, with an increasing amount of new technology solutions becoming a further enabler of this outcome. A countr y’s concern over a second wave of infections is not only under- standable, but a necessity; it is impor- tant to recognise its potential and im- plications thereafter. However, coun- tries are also beginning to open ‘travel bubbles ’and ‘air bridges’, of which do away with quarantine requirements for specific travellers from countries where COVID-19 has been success- fully contained. This is an invariably positive sign and could perhaps be- come the catalyst for a new, coordi- nated and standardised approach to re-opening international markets for countries who have yet to do so. By looking at the example of the potential ‘Trans-Tasman Air Travel Bubble’, the touted development of bilateral safety protocols, in coordination with vari- ous industr y associations, is a suitable approach to safe air travel in the post COVID-19 era and would cer tainly help to rebuild air traveller confidence in the region. Despite a looming economic reces- sion, governments should invest in long-term infrastr ucture projects rel- evant to aviation and tourism, thereby not only regenerating jobs and growth oppor tunities in the shor t- term, but to also positively recognise travel and tourism’s impor tance to the global economy. In many par ts of the world, these two vital sectors con- tribute up to 45% of a countr y’s GDP. In this case, there is also an urgent call for governments to show their understanding of the socio-economic impor tance of aviation and tourism, in recognising that beyond a pure financial standpoint, these industries uphold the livelihoods of millions of people ever y day, around the world. Over the next weeks, we will wit- ness a phased reintroduction of routes and networks of airlines world- wide, and indeed, this can be seen as a positive sign. In saying this, a collective approach, of which adopts a more concentrated stakeholder man- agement plan and message, must be considered as the key to regenerating air traveller confidence in these times of volatility. Pricing is not the key to rebuilding passenger confi dence Linus Benjamin Bauer, founder and managing director of Bauer Aviation Advisory, argues why a collective approach must be considered as the key to regenerating air traveller confi dence.FIRST EVER VIRTUAL SUMMIT TUESDAY 29TH - WEDNESDAY 30TH SEPTEMBER 2020 1:00 PM KSA 2:00 PM UAE The Construction Week Leaders in Construction KSA Summit will be held vir tually for the first time this year, allowing delegates to join from across the globe. The summit will bring together senior executives from the construction sector to discuss and debate the key subjects facing industr y professionals today. Find out the oppor tunities and challenges within the Kingdom of Saudi Arabia and how they will impact the construction landscape in line with the countr y’s Vision 2030. 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